hr trends for 2012 the strategist final report

5/28/2018 HR Trends for 2012 the Strategist Final Report

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A Research Report from

People MattersandThe Strategist

HR Trendsfor 2012


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HR TRENDS FOR 20122

DisclaimerThe information contained herein has been obtained from sources believed to be reliable.People Mattersand The Strategist disclaim all warranties as to the accuracy, completenessor adequacy of such information. People Mattersand The Strategist will bear no liability forerrors, omissions or inadequacies in the information contained herein or for interpreta-tions thereof.

The material in this publication is copyrighted. No part of this can be reproduced eitheron paper or electronic media without permission in writing from The Strategist. Requestfor permission to reproduce any part of the report may be sent to The Strategist.

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People Matters

306, 3rd Floor, DLF GalleriaDLF Phase - IV, Gurgaon - 122 009Tel: +91-124-414 8101/2Email: [email protected]

HR TRENDS FOR 2012 2011 - The Strategist

Research Team

This report has been generated by the joint effort of The Strategist and People Matters


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3 HR TRENDS FOR 2012

Whats Inside?

4 Introduction

5 The Study

7 HR Strategy for 2012

10 Role of HR Professionals in 2012

12 Trends for Attracting Talent in 2012

15 Employee Engagement

16 Retention Trends

18 Conclusion

19 Researcher Proiles



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HR TRENDS FOR 20124

Increasingly firms find themselves operating

in business environments loaded with a lot of

uncertainty. The uncertainty is mainly driven by

the unprecedented and unpredictable change.

A complex nexus of forces set off the HR func-

tion: pressures to reduce costs, higher expectationsof customers, the constant drive to meet global

competitive challenges and opportunities offered

by advancements in information technology. This

complexity heightens when business environments

are faced with global economic recessions. 2011 has

been no different, and 2012 could be an even more

challenging year for HR professionals.

However, HR professionals are always in a

constant flux to predict the future and prepare for it.

What kind of impact will the economic environment

have on the HR strategy of the organization, are

there new roles emerging for the HR professionals,

what could be some of the important priorities for

the HR Managers in 2012?

Wi th so much uncertainty and complex ity

surrounding corporate India today, this research

report predicts some of the upcoming trends and

priorities for HR professionals for the year 2012. The

research report is based on the data collated fromapproximately 234 organizations who participated

in this study.

Introduction

HR TRENDS FOR 20124


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This research study was

a combination of an All

India survey and in-depth

interviews with senior HR lead-

ers from corporate India. In all,

there were 234 organizations,

which participated in the survey,

and there were ten senior HR

leaders from leading national

and multinational organizations

(Fortune 50) who were inter-

viewed on their views for the

upcoming HR trends for 2012.

The analysis of this report is

based on the empirical evidence

derived from the primary

data collected through these

responses and backed with the

experience of The Strategist

Research & Advisory team and

the eminent editorial panel of

People Matters.

IT & ITeS

Manufacturing/Infrastructure

Service (Financial/Insurance/

Telecom)

Retail/FMCG

Others

Industry Based

Respondants Details

28% 28%

27%14%

3%

2012 Apocalypse Is it true?Perception of the respondents on

the economic scenario

Approximately 66% of the

responding organizations believe

that there is an economic recession

coming soon. 38% of these believe

that the impact will be seen in the

next six months or so.39% of the

organizations from the manufac-turing and infrastructure sectors

Recession coming?

Yes No

66%

34%

When will the Recession

Impact?

It has started impacting already

It will impact in next 2-3 months

It will impact in next 6 months or so

It will impact in next 9 to 12 months

19%27%

16%38%

73%ofthe participating

organizations

perceive that the

recessionary moodwill have an impact

on the HR function

The Study


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HR TRENDS FOR 20126

see the impact of the recession

coming in the next six months,and so do 45% of the organiza-

tions from the IT & ITES sector.

50% from the Retail/FMCG sectorsopine that the recession has

already started showing its impact,

and so do 29% from the manufac-turing sector. Overall it appears

that almost all the sectors see theimpact coming mainly within the

next six months.

23%

29%

17%

50% 50%

11%24%32%

28% 28% 28%

39% 22%

20%IT & ITeS

Manufacturing/

Infrastructure

Service(Financial/

Insurance/Telecom

Retail/FMCG

Others

It has started impacting already

It will impact i n next 2-3 months

It will impact i n next 6 months or so

It will impact in next 9 to 12months

When will the recession impact?

Note: Column totals may not add to 100% due to rounding off.

11% 45%

10%

32%

Implications:

Where are our notesDid we learn from the pastand are we better preparedthis time or are we going tostill use the trial and error

methodology. Last time,many of us were forgiven forthis as the current genera-tion saw recession for thefirst time in their lives, but

the same will not be appli-cable this time.

The SWOT team Are wegoing to handle this crisisagain in isolation (eachfunction/department with itsown strategies) or together(i.e. building a cross func-

tional crisis managementteam).

Building agility is thekey- The economicscenario is volatile, and itthereby becomes impor-tant for organizations to beprepared for the best andworst scenarios at all time.

Honey I am going to be

late again!Impact of economic environment

on the HR function

Recession impacting the -HRfunction?

Yes No

66%

27%


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74%

84%

38% 63%

20%80%

16%

26%

35%

Yes No

Recession impacting the HR function?

IT & ITeS

Manufacturing/

Infrastructure

Service(Financial/

Insurance/Telecom

Retail/FMCG

Others


63%

73% of the participatingorganizations perceive that the

recessionary mood will have animpact on the HR function.

35% of the organizationsfrom IT & ITeS sector think thatthe recession will not impactthe HR function, and so do 63%of the organizations from retail/FMCG sector. The mood in the

IT & ITeS sector organizationsis not that of anxiety becauseit seems they have learnt frompast experiences of dealingwith recession and believe thatthey will be able to handle it.Many of the senior HR manag-ers from IT & ITeS organiza-tions shared that though there

is a perceived recession, theorganizations and the employ-ees today are equally maturedto deal with the recession.Organizations are taking aconservative approach, andemployees are now looking forstability. So in that sense, orga-

nizations have to deal mainlywith environmental volatilityand the rest will fall in place.

Implications:

While it appears that reces-

sion is going to impact theHR function in the next sixmonths, it will be important

for the HR functions to startbuilding in the agility in theirprocesses to better deal withthe impact. How organiza-

tions will build and imple-

ment this will be the keysuccess factor for organiza-tions in 2012.

It is possible that busi-

ness may insist that this beincluded as a key metric in

the Director HRs dashboardfor 2012.

HR strategy

for 2012White boards & black

coffeeRole of HR function in 2012

34% of the responding orga-

nizations perceive that in 2012,

the HR function will have to play

the role of a strategic thinker,

followed by 27% of organiza-

tions who think HR will have

to be a business partner, while

22% expect HR to play the role

of a change agent.It is in interesting to note

that only 4% said that they donot perceive any change in therole in the coming year.

35%of the organizationsfrom IT & ITeS

sector think that the

recession will not

impact the HR function


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HR TRENDS FOR 20128

HR as business partner

HR as change agent

HR as strategic thinker

HR as employee engager

No major change

Role of HR function for 2012

27%13%

4%

34%22%

Make organizations more

competitive


cost effective

Make organizations moreadaptable to change


conscious about their brand


attractive for new hires

HR focus for 2012

25%13%

6%

34% 15%

53%

1%

Implications:

What is our budgetary spendon training our HR team onstrategic thinking?

How many hours do we planto spend on white boarding(moving from nice-to-do to

must-do)

How many hours do weplan to spend with busi-ness & investors (outside-inperspective)

The New Bond License toChangeHR focus in 2012

53% of the responding orga-

nizations think that the focus of

the HR function in 2012 will be

on making organizations more

adaptable to change. Building

competitive organizations will

be the next priority focus area,

followed by making organiza-tions more cost effective as the

third priority focus area.

Implications:

How do we plan to createawareness of the impend-ing change without causingpanic?

Do our learning & develop-

ment calendars have focusedprograms on ChangeManagement or do weassume that our employeeswill pick up these skills auto-matically?

How many Rewards &Recognition programs willenable employees to becomecompetitive & cost effective?

The Changing MoodHR practices trend in 2012

Given the volatility in the envi-ronment, 69% of the respondents

felt that in 2012 the focus of HRpractices will be on managing the

hard factors like ROI, employee

cost, attrition etc., as against thesofter aspects of employee engage-

ment, delight, counseling etc.

Do our learning& development

calendars have

focused programs

on Change

Management


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Focus Areas of HR Practices

Hard Factors (ROI, employee

cost, revenue per employee

etc, attrition)

Soft Factors (counseling,

engagement, delight etc.)

69%

31%

Implications:

In our enthusiasm to focuson business results let usnot dilute or forget the basic

ingredient which is thegenesis of HR function i.e.human touch.

How many metrics of Direc-

tor HRs will focus on hard

& soft factors - Lets ensurethat the ratio does not

dilute from 60 : 40 i.e. 60%measurements on hard and

40% on soft factors.

Outsourcing Catchingup but a long way to goOutsourcing for cost optimi-

zation

While organizations wouldbecome more ROI - focused and

would like to become strategic

partners to the organization onone hand, it appears that 2012

will not see outsourcing as an

option to achieve these twogoals. 36% of the participating

organizations indicated that

they had no outsourcing plansfor 2012.

Among the outsourc ing

options, 33% said they would useemployee shared services plat-

forms. 12% organizations said

they would consider outsourcingits recruitment process, while

13% said they would consider

outsourcing learning and devel-opment activities. 6% said they

wou ld consid er outs ourcin gemployee engagement.

Outsourcing for CostOptimization

Employee engagement

Employee shared services

Learning & development

Recruitment process

No outsourcing plans

33%

36%

6%

13% 13%

Implications: Interestingly learning &

development is emerging

as a new area of focus for

outsourcing

Employee engagement still

seems to be far away but in

reality if outsourced, busi-

ness HR/Line HR would

have great deal of time

and resources to focus on

meaningful employee rela-

tions.

36%ofthe participating

organizations

indicated that they

had no outsourcing

plans for 2012


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HR TRENDS FOR 201210

Role of HRProfessionals

in 2012In 2012, it appears that HR

professionals will have to reinforce

and refocus to become strategic

business partners in the organi-

zations. 48% of the participating

organizations perceive that it is

important for HR professionals to

have the strategic business partner

attitude to deal with the forth-

coming challenges. 27% of the

participating organizations think

that HR professionals will have

to become change agents to deal

with the forthcoming challenges

and another 14% believe that HR

professionals will have to be ROI

focused to succeed in the volatile

environment.

Brand ambassadors

Change agents

PR for HR (making it more

human again)

ROI focused

Strategic business partner

attitude

Skills required of HR

professionals in 2012

27%

5%

48%

14%

6%

Implications: Strategic business partner

would require a great deal of

Investing in HR professionals

Yes - Substantial

Yes - But nothing special

May be

No

26%

4%

44%

26%

change in the service offer-ings of HR as a function and

re-orientation of HR profes-sionals; how many of us are

ready for this and gearing upin terms of re-orientation ofour strategy plan and goinginto classrooms to unlearnand learn?

HR has to build a comfortwith NUMBERS, to ensurethat it not only justifies thestrategic partner role but alsobuilds credibility to validateROI.

Investment in Self Priority 1Gearing & Equipping HR Profes-

sionals

In order to help the HR

professionals build the skills to

deal with the forthcoming chal-

lenges, it is important & critical

to train them and equip them.

44% of the participating orga-

nizations mentioned that they

would be making substantial

investments in gearing their HR

professionals to deal with the

challenges in 2012. However

26% of the organizations were

not sure if they would invest,

while 26% did not seem keen to

make substantial investments

on this front.

27%of the participating

organizations think

that HR professionals

will have to become

change agents to deal

with the forthcomingchallenges


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Implications:

To equip HR professionals,it is imperative that theyare sponsored to ExternalTraining Programs where inthey can interact with expertfaculty and gain knowledge.

Organizational visit andco-sharing of best practices

among peer organizationsare a good learning forum.

Talent CustodiansPerception of HR department

amongst employees

35% of the responding

organizations perceived that HR

department is a Talent Officer.

20% felt that HR department

is the employees best friend,

while 19% perceived the HR

44%

47%

39%

63% 25%

29%42%

26% 29% 6%

2%

3%IT & ITeS

Manufacturing/

Infrastructure

Service(Financial/

Insurance/Telecom

Retail/FMCG

Others

Yes - Substantial

May be

Investing in HR professionals?


24% 29%

23%

Yes - But Nothing Special

No

26%26%

13%

6%

Perception of HR department amongst employees

Agony Aunt (providing, guidance, coun-

seling)

Employees best freind (helping with

displacement, providing references etc.)

Paper Pushers (messenger of bad news)

Talent Oficer (beyond the administrative

processes)

Vanish in air (Not to be found when

needed)

19%

35%

19%

7%

20%

department to be the messenger

of bad news, and 19% agreed

that HR department was an

agony aunt. 7% organizations

thought employees perceived

HR department as the one

which vanishes when actually

required.

Implications:

To be effective talent officersit is critical that the organi-zational processes supportthe same. Also the questionis how many of us are gearedup to manage the role.

Almost 50% of employeesstill feel not so great aboutHR (agony aunt, paper push-ers, vanish) What do HRleaders and HR professionals

intend to do about this?

20%felt that HR

department is the

employees best

friend, while 19%

perceived the HRdepartment to be

the messenger of

bad news


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The Tipping PointCredibility through metrics

HR metrics and HR analyt-

ics is the way to go forward.

Using HR metrics and analyt-

ics to their full potential will

turnaround the game in favor

of HR. HR metrics will not only

help in building the credibility

of the HR function, but it will

also help HR function to build

more sustainable processes and

make informed decisions. 95%

of responding organizations

agreed to this viewpoint.

95%

5%

Building credibility through

metrics

Yes No

Implications:

Are we aware of the top25 metrics which business

wants HR to focus on?

Have we aligned the HR

metrics to business objec-

tives and goals?

Are process owners account-

able with key metrics aligned

to HR Directors key metrics?

Are HR team members

appraisals/KRA linked tometrics performance?

Trends forAttracting

Talent in 2012All is not lost till nowEmployer brand

In spite of some unpopu-

lar decisions by business and

HR during the uncertain and

complex environment, 40%

of the participating organiza-

tions felt that the employer

brand of their organization hasnot been impacted, while 26%

thought that the employer brand

was slightly diluted due to the

economic environment. 14%

believed that though there was

a dent on the employer brand

image, prospective employees

would understand the situationand hence, it would not affect

their joining decisions. Only14% believed that brand had

Employer Brand & Economic

Environment

14%

9%

40%

Yes, the brand has suffered to a large

extent

Yes, the brand has been slightly

diluted

No, the brand has not been impacted

Yes, the brand has suffered but it

was bound to happen

Yes, the brand has been diluted,

however, prospective employees willunderstand & join

26%

11%

14%believed that though

there was a dent on

the employer brand

image, prospective

employees wouldunderstand the

situation and hence, it

would not affect their

joining decisions


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Non advertising

avenues will see a

rise which could bein the avenues like

social media etc Are

we, as organizations

geared up to utilize

social media and its

potential

suffered to a large extent, and9% believed that this was boundto happen.

Implications:

Is employer brand a priorityfor us and are we monitoringit from time-to-time ?

Have we assessed ourEmployer Brand Equity inthe new environment?

What are the plans to rein-force the employer brand for

filling in the dilution?

Advertisements Goodbye Welcome Social Media& MoreInvesting in employer brand

Though most participatingorganizations perceived thatthe employer brand was notimpacted, 18% of the partici-pating organizations believedthat they would be making

big investments in buildingtheir employer brand and theemployee value proposition(EVP). 63% of the organizationsindicated that they would investin building their employer brand

Investing in Employer

Branding/EVP

14%

40%

26%

11%

Yes, in a big way

Yes, but will mostly be non

advertising

No, it will not be needed

No plans for brand building

9%

and the EVP mainly through

the non-advertising route.

Implications:

Have we articulated ourEVP based on research &

scientific logic or do westill believe in gut feel?

Are our existing employeesand prospects aware ofthis EVP and understandthe true spirit and meaning

of it?

Non advertising avenues

will see a rise which couldbe in the avenues likesocial media etc Are we,as organizations geared up

to utilize social media and

its potential.

Number is the Name ofthe GameHiring Decisions

48% of the participating

organizations indicated that

there was a limited freeze on

hiring in their organizations ,

while 41% indicated that there

was no freeze on hiring deci-

sions in their organizations.

Hiring Decisions

Complete freeze

Limited freeze (replacements

allowed, positions budgeted)

Limited freeze (replacementsallowed, but on contract)

No freeze at all

41%

5%

48%

6%


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For the IT& ITeS sector the major challenge appears to

be in tighter cycle times for resource fulillment and

unavailability of skilled talent, while for manufacturing

and infrastructure sector and the services sector itappears to be lack of focused EVP

Talent Landscaping & EVPemerge as focus areas

Attraction Challenges for 2012

While organizations do not seemto be bogged down by the economicenvironment, and would continuehiring based on their requirements,

at the same time, the challenges inattracting talent to their organizationsare also changing.

32% of the participating organiza-tions indicated that unavailability ofskilled talent will be the key chal-lenge for their organization, while29% of the organizations perceived

that lack of focused employee valueproposition will be the biggest chal-lenge for them in terms of attract-ing talent. 20% of the participatingorganizations perceived competitivecompensation levels to be a chal-lenge, while 14% attributed tightercycle times for resource fulfillmentas a key challenge. Only 5% of the

Attraction Challenges for 2012

Compensation levels

Dilution of employer brand

Tighter cycle times for resource

fulilment

Unavailability of skilled talentLack of focussed EVP ( Employee

value proposition)

20%

5%

29%

32%

14%

17%

21%

32%

25% 25%

28%6%20%

3% 28% 28%

29% 35%

18%IT & ITeS

Manufacturing/

Infrastructure

Service(Financial/

Insurance/Telecom

Retail/FMCG

Others

Compensation levels

Dilution of employer brand

Tighter cycle times for resource fulillment

Unavailability of skilled talent

Lack of focused EV P (Employee Value Proposition)

Attraction challenges


2%

6%

11%

32%32%

6%

50%

35%

participating organizations indi-

cated dilution of employer brandas a key challenge.


15/20


Implications:

How many of us are invest-ing in talent landscaping

(identify talent high spots)across markets to ensureease of recruitment Are wegoing to keep going to thealready offered 20% or iden-

tify the possible potential80% who are untapped?

Have we assessed ouremployer brand equity/EVPand have a clear plan to putinto execution?

Employer Branding -2012 Agenda

Hiring Practices

While organizations wouldcontinue to hire in 2012, weasked organizations to ratethe hiring practices that areexpected to be used in 2012 inorder to deal with the volatilityin the environment. Using cost

effective employer branding

practices would lead the showin 2012, followed by organiza-tions trying to increase theirfloating workforce. Outsourc-ing the recruitment process wasranked third. Organizationswould take a more liberal viewon layoff in 2012. Re-hiring was

the last priority in hiring prac-tices at the back of their minds.

Hiring Practices

Rank

1

More cost

effective employer

branding

practices

Outsourcing

of recruitment

process

Welcome

home(re-

hiring laid off

ex-employees)

Rank

2Rank

3Rank

4Rank

5

Increase in

loating workforce

(part-time/temp

employees)

More liberal view

on layoff factor

in background

checks

EmployeeEngagementLine managers are key to

employee engagement

89% of the participating orga-

nizations agreed to the fact that

employee engagement is not just

in the purview of HR managers,

but it is largely in the purview of

line managers. The general belief

is that line managers can break

or make employee engagement.

Only around 9% of the organiza-

tions indicated that line managers

can only influence the employee

engagement to an extent.

Line managers canmake or break employeeengagement?

Yes

No

Only to some extent

89%

9%2%

89%of the participating

organizations agreed to

the fact that employee

engagement is not

just in the purview of

HR managers, but it is

largely in the purview of

line managers


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Implications:

Are line managers involvedin major HR polices and

processes framing How much of the training

calendar is devoted to equip-ping line managers to evolveinto people managers?

Is people metrics a key KRA

for line managers?

Growth & Direction Mantras for Engagement

Successful mantras for

employee engagement

When probed on what are thekey mantras in order of priorityon what organizations believedwas the mantra to successfulemployee engagement, provid-ing challenging opportunities

for growth and advancementstood first, followed by lead-ers talking about corporatedirection and being accessible.

Providing non-monetary perksstood third, followed by provid-ing training and developmentopportunities at number four.

Abundance of communicationwas the last priority on theminds of the organizations.

Implications:

How many business leadershave time to share with their

employees the future direc-tion of the organization anderase the ambiguity

Are we ready to explore nonconventional methods in nonmonetary perks to engageemployees even if this meansmore administrative hasslesin the beginning

What is the priority for prac-tices like career planning

and growth enablers for highpotential and other talentcategories.

RetentionTrendsYing & Yang is the secretof smiles

Employee priorities for sticki-ness in organization

The survey data indicatedthat in 2012, providing work-life balance and higher growthopportunities will prove to becrucial for organizations in

Provide challenging

opportunitiesfor growth &

advancement is the

primary mantra

for successful

employee

engagement

Mantra for successful Employee Engagement

Rank

1

Provide

challenging

opportunities

for growth &

advancement

Non-monetary

perks (job

enrichment, best

employee awards)

Abundance

of commu-

nication

Rank

2Rank

3Rank

4Rank

5

Leaders talking

about the corporate

direction and being

more accessible

Training &

development

opportunities


17/20


terms of retaining employees.34% of the organizations indi-

cated that providing work-lifebalance will be the priority for

employees in 2012, and 33%said higher growth opportu-nities will be the priority foremployees. Interestingly, 17% ofthe participating organizationsthought that greater stabilitywill be a priority for employees

as compared to only 9% of orga-nizations that thought highercompensation will be crucial.

Higher compensationHigher growth

Higher learning

Greater stability

Work life balance (Commuting/

Distance/Work from home

Employee Priorities in 2012

33%

9%

34%

17%7%

13%

38% 38%

35%34%8%

26% 13% 42%

26%

36%IT & ITeS

Manufacturing/

Infrastructure

Service(Financial/

Insurance/Telecom

Retail/FMCG

Others

Higher compensation

Higher Growth

Higher Learning

Greater Stability

Work Life Balance (Commuting / Dist ance / Work from Home)

Employee Priorities


26%

42%

9%

24%5%

8%

14%

13%

9%

10% 15%

6%

13%

Implications:

Work-life balance is keypriority for HR professionals,

it is not anymore nice-to-dofashionable program, butsomething which is a MUST.

One of the possible reasonsfor this being the increasingdistance between workplaceand office, and the otherbeing intrusion of technologyinto personal life.

Interestingly stability isemerging as a priority foremployees Are we, as

professionals geared up torealize this and communicatethe same to employees whoare good & valuable contrib-utors.

Learning a good valueprovider for retention

Is there a role for L&D in reten-

tion of employees?-

68% of the participatingorganizations indicated thatL&D will only play an influentialrole in employee retention, and21% felt that L&D will be themost important tool in retentionof employees. 10% of respond-

68%of the participatingorganizations

indicated that L&D

will only play an

inluential role in

employee retention


18/20


ing organizations indicated thatL&D is losing its advantage to

other factors, and 1% organiza-tions felt L&D was not relevant

to retention at all.

Is there a role of L&D in

retention of employees?

L&D is going to be the most impor-

tant tool

L&D will still remain a big inluence

L&D is slowly losing its advantage

to other factors

L&D is not relevant at all

68%

Implications:

Learning has a great poten-tial to act as a retentionstrategy and seems to begreatly under-utilized-effortsneed to be made to propa-gate the same.

ConclusionClearly, the economic envi-

ronment will impact HR in 2012.

HR professionals will have tobuild agility in their systems such

that they are prepared to dealwith the best and the worst at alltimes. Organizations will have tofocus on getting their HR metricsright and making the most outof it to be able to better predictand make informed decisions.While outsourcing does notseem to be a priority, it appears

to be catching up and will act

as a major cost optimizer in thefuture. Organizations will have tofocus on building their employerbrand and EVP to better attracttalent. Compensation alone willnot be a good retention tool.Today, employees are looking

for greater stability as well asflexibility. 2012 will be a yearfor HR professionals to pull uptheir sleeves and come up withinnovative practices to deal with

the challenges that they wouldface due to the economic insta-bility and thereby build agile HRorganizations. It is time for HR

professionals to pull up theirsocks and take stock of how wellequipped they are to don the roleof Strategic Thinker, businesspartners and change agents. Ifthey think they are not geared,then it is time for them to start-Better late than never!

Organizations will

have to focus ongetting their HR

metrics right and

making the most out of

it to be able to better

predict and make

informed decisions

1%10%

21%


19/20


AFellow from the prestigious Indian

Institute of Management, Bangalore

(IIM-B), Padmaja specializes in Research

in Human Resource Management. She holds a

Masters degree in HRM from Pune University and

a Bachelors degree in Statistics. She is currently

an Associate Partner and Chief Research Officer

with The Strategist. She has presented her

research at various international conferences

like the European Academy of ManagementConference and the International Human

Resource Management Conference. She also

has seven publications in leading academic and

practitioner journals to her credit.

Aresearch scholar with XLRI, Srini is a

human capital strategist with 18 yearsof experience, having considerable

background in Human Capital Value Chain. He

has worked both as internal staff and external

consultant, with some of the worlds renowned

organizations like Baan, Computer Associates,

Satyam Computers and Ernst & Young. He is

currently a Partner and Chief Strategist with

The Strategist. An avid writer, researcher and

consultant, Srini has several books and paper

publications to his credit.

Dr. Padmaja PalekarAssociate Partner and

Chief Research Oficer,

The Strategist

[email protected]

K Srinivas RaoChief Strategist & Partner,

The Strategist

[email protected]

Researcher Proiles



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The StrategistRoad #12, Banjara HillsHyderabad - 5000 34Tel: +91-40-23386267Email: [email protected] ist.in

People Matters306, 3rd Floor, DLF GalleriaDLF Phase - IV, Gurgaon - 122 009Tel: +91-124-414 8101/2Email: [email protected]

hr trends for 2012 the strategist final report

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